Where should you look for AgriFoodTech innovation?

Published on October 5, 2026

Where should agrifood companies and investors focus their search for new opportunities? Two charts from our latest Global FoodTech Investment Report offer a geographical perspective. We’ll explore these findings and their implications in our upcoming webinar on October 20 (11 am CET). Register here.

1 – North America leads, but the investment map has changed

Relative-distribution-of-funding-globally-DigitalFoodLab

Despite wide swings in AgriFoodTech funding, North America, driven by the U.S., has attracted around 40% of global investment each year since 2019. Yet this stable share masks changes elsewhere in the ecosystem:

  • Europe has gained weight: its share has risen from single digits to about 25% over the past few years. This is linked to an increase in the quality of the European FoodTech ecosystem, and to a decrease in funding for Asian delivery startups (especially Chinese restaurant and grocery delivery companies which raised huge amounts of money before Covid).
  • Innovation opportunities extend well beyond the U.S: in our work with clients, we have seen the emergence of distinctive and relevant ecosystems across Europe, Asia-Pacific and other regions. The U.S. remains a major hub, but looking there alone would miss relevant potential partners.

If the United States remains the largest national funding destination, followed by India and China, five European countries feature in the top 10: the United Kingdom (4th), the Netherlands (5th), France (6th), Germany (7th) and Switzerland (8th). New Zealand and Canada complete the ranking.

2 – Scout globally, build connections locally

Looking-beyond-the-U.S.-for-core-agrifood-innovation

Looking specifically at AgTech and Food Science, we can see that it is increasingly relevant to combine both a global scouting and an ability to deal with “close-to-home” players:

  • Scouting innovation globally to spot trends: both for AgTech and Food Science (including new food, beverage & wellness brands, as well as new ingredients relying on alternative protein technologies), funding is increasingly spread globally. AgTech regional hubs include Oceania and South America. Interesting brands can be found in the UK and in South East Asia, while new ingredient companies keep emerging in Israel, continental Europe and Canada.
  • Look locally for opportunities to test and deploy. For pilots and projects targeting near-term results, proximity can make collaboration easier. Identify which nearby startups address the trends you have prioritised, and where you need to look further afield.

Our takeaway: keep a global view, then prioritise what is relevant to your business. Build a portfolio of near-term projects and longer-term opportunities, and seek the partners best suited to each.

What does this mean for 2027 and beyond?

Join our upcoming webinar to explore the report’s key findings, the trends we are watching and their implications for innovation and investment priorities. Register for the webinar

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Use case: project for a global F&B company looking to map its AgTech innovation ecosystem and the best startups to partner with

What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).
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Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.
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Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
  • Database: we set up a personalised database that will be filled month after month with the information gathered on the companies identified for the watch.
  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.
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Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.
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Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.
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Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.
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Use case: market due diligence on sugar alternatives

What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.
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